Thursday, February 16, 2017

Marketers and the Future of DMP Insights

By: Hannah Chapple

Advertisers, agencies, and publishers are swimming in data. They have so many data points, from a variety of sources, that they are simply overwhelmed by it all. Website (cookie data), social data, CRM data, you name it, and they’ve likely got it. Sorting all of this data from various (often siloed) sources, in a timely and efficient manner is a near impossible human task.

We all know that the role of a marketer is to reach the right consumer, at the right time, with the right message. But to do this effectively, marketers are challenged with interpreting their mass amounts of data and uncovering actionable insight, at speed and scale.

Interpreting mass amounts of data is no easy feat.

As the demand for digital marketing and programmatic/real-time ad buying rises, marketers face more pressure than ever to target audiences faster, and with laser-precise, data-driven insights. We know that consumers will only respond to the messages that speak to their interests, passions, wants, and needs. And in the world of real-time bidding, technologies only have milliseconds to get that messaging right. And guess what? These messages cannot be crafted with broad categorization methods like demographics alone. Demographics as a stand alone are limiting and tell you nothing about what an individual is interested in, passionate about, or value.

To fill this gap, we have seen marketers seek more and more data resources. That’s why we see marketers not only trying to make sense of their first-party data but also second party data (from partners) and purchased third-party data. Can you understand why marketers are swimming in data? It's a vicious cycle. So again, we arrive at our original problem: how can marketers turn mass amounts of data into actionable insight, at speed and scale?

Are DMP’s the magic solution in the advertising ecosystem?

To better target potential consumers, many advertisers rely on Data Management Platforms (DMP’s) to collect their mass amounts of disparate audience data (including the first, second, and third-party data we spoke about) and interpret it. In short, DMP’s are cloud-based warehouses used to generate an audience segment(s) based on patterns and trends set within defined parameters. The goal, of course, is to deliver high-quality, accurate audience segments to marketers, and all other players in the advertising ecosystem, like DSP’s. When placed into action, these audience segments (generated by the DMP) should result in smarter optimized ads, efficient media spend, and less ad waste. But is this actually the case?

Marketers are sitting on a wealth of data, with a goldmine of potential insights to derive from that data. That's why more and more companies are investing in DMP's for their business and are hiring highly-qualified, expensive professionals to manage them. However, while DMP’s are used to extract insights, there is still a lot of wasted potential in these tools.

Here’s a quick DMP lesson: DMP’s operate on a “hypothesis” basis. DMP users must set conditions or a query to break down the data sources and form a specific audience segment they want. For a DMP to work properly (with speed and accuracy) and know what data to segment or pair, a DMP user must understand many factors including media, marketing, analytics and of course data. The DMP will then do its best to match data and form an actionable audience segment for the marketer to leverage.

For example, a marketer could leverage behavioural cookie data to build an audience of males in Nova Scotia, over 30 who browsed a car website on their mobile device. This audience can then be used for ad-buying, media placement, etc. 

But marketers don’t know, what they don’t know.

But what does this marketer really know about this audience? What are their interests and passions, outside of cars, and how can they be determined? This is why, despite the integration of DMP’s, marketers still aren’t getting it right. While automated, there is still a human error in how DMP’s select which data to process and interpret.

Don't get me wrong; there is incredible value in DMP's but there is also an incredible opportunity present. Ultimately, the goal of leveraging a DMP is to provide a personalized consumer experience by relating to their interests and behaviours. But marketers are only grasping at the data that they are currently able to understand. Like I said, DMP's operate on a hypothesis basis, contingent on the user’s understanding of the data.

We, as marketers, haven’t even scraped the surface of what is possible with DMP data. Marketers need a solution that looks beyond predetermined hypothesis and attributes. Instead, we need a solution that interprets unsupervised data and can discover the hidden relations and insights within audiences that marketers don’t yet know.

How do you foresee 2017 shaping up? How will DMP’s evolve? Share what you think down below: [Read more on the Affinio blog]

About the Author: Hannah Chapple is the Marketing & Content Coordinator at Affinio, the marketing intelligence platform. Hannah holds a Bachelor of Business Administration with a major in Marketing from the F.C. Manning School of Business at Acadia University. 

Wednesday, February 15, 2017

Sleep Loss in Teens Linked to Social Media

by Yamilex Batista

In this generation, teenagers are becoming so addicted and obsessed with social media that it can potentially affect their ability to focus in school. Instead of getting nine hours of sleep, most teenagers dedicate their time to use social media during the night.

According to a recent article in Media Post, “Sleep Loss in Teens Linked to Social Media,” a survey from the Wales Institute for social & Economic Research revealed that one-fifth of 900 students, ages 12 to 15 years old, reported to “almost always” waking up during the night. Moreover, the study found that teenage females were more likely to use social media more often than teenage males during the night time. This emphasizes that teenagers are developing a sleep disorder because of uncontrollable social media use. As a result of this sleepless pattern, students tend to feel tired and less motivated during class time, which negatively affects their academic performance.

The article also links social media to sleep disruption by referring to the study at the University of Pittsburgh School of Medicine. However, this survey aimed to target adults ages 19 to 32 within the United States instead of middle school teenagers. Out of 1,788 adults surveyed in the study about 30% pointed out to experience sleep disturbance. The study also pointed out that adults who were constantly using social media tended to feel three times more tired, compared to adults who use social media at a lower rate.

However, studies in an article from the Medical Daily, “Sleep and Social Media: New Study Finds Link Between Facebook Use and Lack of Sleep,” aim to indicate people tend to check social media late at night as a result of a previous sleep disturbance. The research demonstrated that sleep disruption does not arise from social media use during the night. The study revealed that the use of social media during the night is increasing because students tend to use it to control their disrupted sleep schedules. Students believe that using Facebook during the night might help them fall asleep faster. At the same time, students developed the habit of constantly checking social media pages or Facebook to stay informed and to relax their mind.

Overall, this research reveals one of the many outcomes and factors contributing to uncontrollable social media use. Young people in the U.S. are devoted to spending most of their time on social media, instead of focusing in school and the real-world environment. High use of social media or Facebook can cause sleep disruption, but at the same time, the lack of sleep can influence to the use of social media.

About the Author: Yamilex is currently a Marketing Intern at Knect365 where she assists in social media research & management, blog writing, and various marketing tasks. She is also a student at the Renaissance Charter High School for Innovation. She hopes to attend the University Pennsylvania or Boston College to major in communications with integrated marketing.

Tuesday, February 14, 2017

Celebrate Valentine’s Day with $200 Off an Insights Conference You Love!

Dear Insights Community,

Roses are red…
Violets are blue…
It’s Valentine’s Day…
So here’s $200 off a conference just for you!

As valued reader of our blog, in true Valentine’s Day fashion, we want to share the love! So please take your pick of our 2017 conference lineup and take $100 off using the blog discount code, plus an additional $100 just for Valentine’s Day:

1)      Marketing Analytics & Data Science
Data science and marketing analytics are transforming every industry. There is a reason why it is being called the sexiest job of the 21st century. Calling all professionals that want to harness analytics and data science! Do you realize how critical you are to the future of your organization?
April 3-5, 2017
San Francisco, CA
Use code MADS17BL for an additional $100 off
Buy tickets:

2)      TMRE in Focus
Take Command of Technologies Shaping the Future of Market Research. TMRE in Focus helps you understand how technology can be used, together, with your traditional MR skills, to deliver better insights, faster to your customers.
May 1-3, 2017
Chicago, IL
Use code FOCUS17BL for an additional $100 off
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3)      OmniShopper
At OmniShopper brand & retail leaders reveal the latest insights and activation strategies to Dominate at Retail. It's time to throw out the traditional shopper "rule book" out the window. Hear from those who've mastered end-to-end omnichannel strategies to deliver seamless shopper experiences.
June 20-22, 2017
Minneapolis, MN
Use code OMNI17BL for an additional $100 off
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4)      TMRE: The Market Research Event
Insights is under pressure. Pressure to reduce cost. Pressure to cut timelines. Pressure to not only produce numbers, but a story that can be sold into the business. TMRE helps you exploit insights as a vehicle for influence. The best in the industry will converge to talk technology, disruptive trends, professional skill development, hot new sectors, and the future customer.
October 22-25, 2017
Use code TMRE17BL for an additional $100 off
Buy tickets:

The KNect365 Marketing, Insights & Innovation Team

Monday, February 13, 2017

The Media Research Industry has More Opportunities Than Ever Before

Insights have become a vehicle for influencing marketing and ultimately, the world. That’s why next in our Insights as a Vehicle for Influence interview series, we sat down with Sam Ford, a media executive, consultant, and research affiliate with MIT Comparative Media Studies/Writing. In our conversation, he shed some light on how the media industry has changed and how media companies can do a better job at reaching the “new age” consumer.

What is the state of the media research industry in 2017?

Media research is in an interesting state at the moment. On the one hand, there’s more to potentially research than ever before. Quantitatively, there’s more to research than ever before, and organizations are finding new ways to collect, synthesize, and make sense of all the data they are bringing in.

However, with that influx of data, there still remains a certain surety in what it’s saying, without necessarily enough questioning of whether we’re asking the right questions. I feel like we’ve spent a lot of time in the media industries gathering the data that is easiest to gather, or that feels the most similar to what we’ve always gathered, leading organizations to continue to be driven by impressions-and-reach-based models, when they may often not be serving the needs of media companies, advertisers, or audiences all that well.

Meanwhile, there are more opportunities than ever to do great qualitative research, from audience experience projects to netnography, but organizations often have not prioritized/invested in these methods. Many organizations are making deeper investments into digital research, but all too often the teams aren’t connected in the ways they should be to maximize effectiveness and minimize redundancy. And, most importantly of all, the sort of pattern recognition most important for good insights work may not be positioned in many media companies in a way that allows it to contribute all it can. After all, gathering data, qualitative insights, benchmarking, and thoughts about future trends are all only useful if there are ways all of this is being synthesized, analyzed, and brought to the table for key decisions being made across the organization.

What have been the biggest changes in the industry since you started your career?

I’ve spent years on different sides of these questions. I began my career as a journalist. For the past 12 years, I’ve tackled these questions most consistently from an academic’s perspective, looking at these questions from outside the day-to-day needs of a particular media organization. I have spent many years consulting with big brands from a marketing and PR standpoint. And I spent much of the past two years working at a media company operating in the network television, cable television, digital publishing, and digital video distribution spaces.

Across all those vantage points, I’ve seen an industry weathering a prolonged period of massive change, largely by finding ways to hold as closely as it can to an ongoing semblance of normalcy—which is to be expected in an industry where businesses can never truly close up shop. We’ve seen an acceptance that you can’t fight change throughout the media industries, but it has come along with a desire to cling to the broadcast model.

Have the influx of social media and mobile made your job easier or harder?

Media companies, and advertisers, used to have very few methods to really understand and listen to their audiences. We have all sorts of new methods to be able to do that now. So, rather than having to create aggregate stand-ins like customer segmentation profiles for our audience, we have more access to those real people than ever before.

However, with that overabundance of information, we’ve strangely found ourselves in a similar position as when we didn’t have enough information—relying too often on ways of understanding audiences that may not be the most insightful. In this case, it’s what’s easiest to collect or feel concrete about, in a world where the overabundance of potential information gives us the feeling of chaos.

How has the media consumer changed in the past few years?

I don’t suppose people have changed all that much, in the sense that the way audiences are using technology often mirrors things people have always wanted to do but couldn’t necessarily do so as easily, or—if they did—happened in ways that media companies or advertisers couldn’t easily detect. People want to keep media content. People want to share media content. People want to talk back to media content. People like to have as much control as they can over their choices. Now that those options are becoming easier, viewers have to think even more deeply about how they want to engage with different types of programming.

If I can watch a series at my own pace, what do I want that pace to be? Do I watch different types of programming at different types of paces? When do I want to engage more deeply with media content, versus when do I want to engage more passively? As media organizations put more effort into engaging active audiences, it leaves those audiences to think about when, where, and how they want to participate.

How can media companies do a better job reaching the new age consumer?

I think we are only scratching the surface of what we can do to really resonate with audiences. Most importantly, I believe, is finding as many ways as possible to put ourselves in the shoes of the audience members who are coming to us on purpose. As we get away from reach metrics as the cornerstone of our business models, it allows us to think about how we as an industry build around the sort of CRM models that drive subscription-based businesses…that lead to fostering an active audience base engaging with you on purpose, and with purpose.

No matter what type of media company you are, it seems that this is the most important, stable, and lucrative part of the audience, but the one that business models have all too often driven companies to neglect and take for granted. When we are imagining each month’s digital traffic goals or viewership goals as tabula rasa, then everything becomes focused on driving as much general-audience interest as possible in what we do.

And for those organizations that do, for instance, serialized programming or subscription models, there’s still a lot of work to be done to really understand and think about everything the media company does from the shoes of that active audience. How do they want to engage with the content? What else do they want from the media brand? Why do they become proselytizers? How do you identify audiences already engaged in similar content but who haven’t yet found their way to you? In such a cluttered media landscape as we have today, we can’t take for granted that people will quickly find us.

What is the biggest challenge in the media industry today?

We have machines built around pushing what’s on/coming out now, not for maintaining the longevity of content that has the potential for a long shelf-life. In an era where a good portion of media content is available for on-demand engagement later, we have to think about how we support machines that are much better at monetizing media products over time, thinking about investments in content for which the ROI may come slowly but which may continue on for years, if supported in the right way.

We see glimpses of this in how subscription services think about investment in original content production…and I recommend everyone read Amanda Lotz’s new treatise Portals as a way to dig more deeply into these questions. But media businesses, and the research teams that support them, have to think about how to recalibrate the machines we’ve built over the last few decades to these new types of questions.

Where do you see media research moving in 5 years?

I hope to see media researchers continue to make great strides in helping organizations create meaningful media texts which demonstrate an understanding of what audiences want and how audiences want to engage them. I hope to see research and insights work, as a function, taken increasingly serious by corporate decision-makers who need the expertise that the best of the research & insights field have to offer.

In an era where so much remains up in the air about the media industries, and where trust in media companies has been a topic of common popular discussion, it’s up to media researchers to think about the role they can play as catalysts for a discussion about how we build models that serve content producers, media companies, advertisers, and audiences better than what we have right now. If we don’t take advantage of the current liminal moment for the television industry (See M.J. Robinson’s work on this in the forthcoming book, Television on Demand), then I don’t know what will make us seriously tackle these questions until models start falling apart.

Sam Ford is a media executive, consultant, and research affiliate with MIT Comparative Media Studies/Writing. He also teaches in the Popular Culture Studies Program at Western Kentucky University. In 2015-2016, he founded and ran the Univision/Fusion Media Group Center for Innovation and Engagement, as VP, Innovation & Engagement, for Fusion. He is also co-author of the 2013 book, Spreadable Media: Creating Value and Meaning in a Networked Culture. More on his work here.

Thursday, February 9, 2017

Full Agenda Revealed - Marketing Analytics & Data Science 2017

When Data Science and Marketing Analytics are at their best, they can give the business super powers.

But “with great power, comes great responsibility.”

The Marketing Analytics and Data Science event ensures you walk away armed and ready to elevate yourself with in the business: learn how your peers have applied analytics and data science to solve complex problems; enable improved decision making; and uncover new opportunities and increase ROI.

Rare Speaking Appearances by the Best in the Industry:

Including Hal Varian – Chief Economist at Google, Hilary Mason – Former Chief Scientist at BIT.LY, and Stan Sthanunathan - Executive Vice President - Consumer & Market Insights at Unilever.

3 Days & 30 Sessions designed for learning and networking. Build stronger impact, understanding and knowledge to present ideas in a way that maximizes the impact of your work.

Explore the 2017 Program Now:

Hone your craft with the latest tools and techniques in data science and analytics. Build stronger impact, understanding and knowledge to present ideas in a way that maximizes the impact of your work. Become the Data Science and Analytics superhero you always knew you could be.

Use exclusive LinkedIn discount code MADS17BL for an additional $100 off. Don’t miss out:

We hope to see you in San Francisco!

The Marketing Analytics & Data Science Team

Tuesday, February 7, 2017

Consumer Behavior, DIY, Omnichannel and Millennials

By: Keri Hodnik and Liz Williams, Euromonitor International

This article was originally published on Euromonitor International

The Market Research Event, TMRE, is an annual conference that seeks to unite both clients and vendors, positioning itself as the only event in the world with twice as many client side participants than any other industry event of its kind. This year, it was held in Boca Raton, Florida, and covered a wide range of topics, including: People; Tools, Tech, and Methodology; Innovation, Macro Trends; Customer; Omni-Shopper, B2B / Health&Wellness; and Partnerships. TMRE hosts a broad array of speakers, from CEOs of Fortune 500 Companies to Neuroscientists that seek to decode the mind of the consumer.

The theme of the entire event was “Command the Boardroom”, which focused on how to bring the eyes and ears of the consumer into the boardroom itself. The presence of the Consumer Insights function is not only needed to energise the boardroom on the importance of the ever changing consumer, but it is crucial in representing the big ideas that drive business growth.

With that theme setting the stage for the event, the following four trends emerged from the speakers:

CONSUMER BEHAVIOUR                                                                    
Better understanding the inner workings of the consumer was a common theme at this year’s TMRE Conference. Zoe Chance, Author of “Better Influence” and Assistant Professor of Marketing at Yale School of Management, led a keynote on Mastering Influence & Persuasion.

Chance was driven to leave the world of corporate marketing to understand behavioral economics after observing a repeating trend: companies often put a lot of time, money and energy into using data for business decisions, but in the end, would use their guts anyway. Why is that?

Chance went on to explain the difference between System 1 and System 2 decision making. These are better known as the unconscious and conscious mind, or as she called them: “Alligator Brain” and “The Court”. The unconscious mind is fast, it’s intuitive and it’s automatic. On the other hand, the conscious mind is slow, deliberate and effortful. Most of us believe that we’re making decisions with The Court, but Alligator Brain kicks in far more often than we care to realise.

Rather than trying to ineffectively engage consumers’ conscious mind, Chance suggests that instead we should be working to peak the Alligator Brain with her 5 key forces of influence:

  • Labelling: giving a name to the behaviour that you wish to encourage or discourage.
  • Ease: “Alligators are lazy”; companies like Uber, Tinder and Amazon are great examples of how to make it as easy as possible for consumers to take action.
  • Attention: creating open loops, or Moments of Truth (as coined by P&G), both stimulate curiosity since we as consumers have an insatiable want to close the loop.
  • Scarcity: loss aversion is a powerful motivator and can be roused by communications such as limited time, limited quantity and exclusivity.
  • “Hot Potato”: when forced with resistance, give it back as a problem to solve. If someone says they’re not interested, instead try asking: “You’re not interested?” as a way to promote deliberate decision making.

The subject of the conscious versus unconscious mind was revisited again by David Eagleman: Neuroscientist, Author of “Incognito: the Secret Lives of the Brain” and Host of PBS’ “The Brain with David Eagleman”.

In his talk on “Emotion, Motivation, and Reputation”, he explained that there is an enormous gap between what your brain is doing and what your conscious mind is actually thinking. “Everything about your cognition is happening incognito,” Eagleman said. The implication of the unconscious brain being the core driver of decision making is that asking consumers questions about their decision making process is irrelevant.

Neuroscience can tell us a lot about the driving forces behind the consumer path to purchase. Eagleman explained that there are three networks in the brain: one for price point, one for pleasure and one for how the decision itself is viewed:

  • Valuation: everything is judged in context. Saving $10 on a pair of headphones has a higher consumer response than saving $10 on an iPhone, despite the benefit being equal. We as consumers do not actually know what we want until we see it in context.
  • Emotion: despite our want to believe we are rational and unbiased, our actions prove otherwise. For instance, did you know that humans make harsher decisions if in a fowl smelling room?
  • Social: Eagleman explained that “people are wired to understand companies the same way they understand people. Breaches of trust travel fast and are un-erasable.”


DIY Research was a key theme for one of the tracks at the event, focusing on how and when to ‘be scrappy’ with research. DIY research is a cost effective alternative to outsourcing solutions that allows you to analyse research results in real time. As Andrea Stokes, the Senior Director of Consumer Insights at Marriott International, said in her session titled, “Cheap and Cheerful DIY Research”, it’s important to know when it makes sense to pursue DIY research and also when it makes sense not to:

5 reasons to go DIY:
1.       When you need it fast
2.       When you have an easily accessible customer database
3.       When the question is not a $20,000+ question
4.       When a question can be answered by consumer feedback alone, meaning that advanced analytics and modelling are not required
5.       When you have only 60 minutes of your stakeholders’ time

5 reasons not to go DIY:
1.       When the ask is complex
2.       When more than one translation is needed
3.       When data will help to defend or prevent a large investment
4.       When the CEO needs to make a business case to the Board of Directors
5.       When research is needed for crisis management

Some of the tools that Stokes suggests to aid in DIY research are software, such as survey software and an insight community platform through which to conduct your research. Mobile devices like iPads and smartphones make data collection fast and easy, while tools such as excel or other data visualization programs like Tableau are essential for storytelling. Last, all that is needed is you (and maybe a videographer to capture the process).


Any Channel, Anytime, Anywhere: Today’s consumer is very busy with little downtime, always on the go, always carrying their phones and always connected to the internet. Consumers are looking for a more convenient and seamless way to shop given their busy lifestyles. Many businesses realize this and are changing to fit consumer’s needs by providing seamless easier ways to shop. Several examples include:

·         Sephora Flash – Sephora’s new stores that allow consumers to purchase an item online or through the app and pick up in store the following days
·         Charity Wait – an app that allows consumers to donate to a charity in order to skip a line at their favourite restaurant
·         Shyp – an app that allows consumers to ship out postal packages without having to visit the USPS store. The consumer arranges a time for pick-up and Shyp will pick up the box and send it to the nearby post office.
·         Task Rabbit – an app that offers a personal assistant to complete your tasks that you have to do throughout the day, making your day more efficient
Customized Products: Even though consumers are on the go, they are still making specific decisions on what they are purchasing. Consumers are looking for more personalisation and customisation in their lives and they want it to be easy.
Ugg has made it easier for consumers to try on shoes by providing them with an interactive floor mat that allows them to picture what the shoe would look like on
Break Free of Demographics: Consumers want to break free of demographics. They are looking for more of a new wholesome look which basically means retailers should start positioning products as being non-gender.


Many large tech gurus such as Facebook even have a difficult time capturing all types of consumer market research data. Companies like Facebook capture any shopper data on mobile phones and desk top data but are not able to see what is happening outside of their own space. Facebook expresses that it is important to capture all channels of shopper insights to understand the full data set for the ever changing consumer.

Facebook has found that through their internal data numbers, consumers tend to have a purchasing pattern per omnichannel. Many consumer turn to mobile to shop for categories that are less expensive, perhaps because it doesn’t take much thought or commitment to purchase these items that might be used every day. However, consumers tend to turn to their desktop for categories that are more expensive which may be due to internet connection worry or being able to see the product on a larger screen.

What Facebook is unaware of through internal data is in-store shopping habits. This type of data may help companies like Facebook understand what brand elements trigger market behaviour, what is going to drive consumers to make purchases in store, what the importance of labels play when shopping in different channels and how can they measure behaviour of a shopper on each channel.

Monday, February 6, 2017

#MediaInsights Day 3 Recap

Day 3 started with co-chair Bruce Friend recapping Day 2, then introducing today's first keynote speaker.


Paul Depodesta, CSO of Cleveland Browns, engaged the audience with an overview that there's a certain way that things work.  Whether baseball, black jack, or other situations in life, there’s always that “rule of thumb” that we are taught to follow.  However, sometimes the 'rule' doesn't always work.  It's all about the process. Paul described a process/outcome quad:

·         Good process/ Good outcome = success
·         Good process/ Bad outcome = just unlucky
·         Bad process/ Good outcome = get lucky once, but then rely on that luck to be successful again
·         Bad process/ Bad outcome = recipe for failure 

So, how do you win with a lack of resources? 

Putting together a championship team is like cooking a gourmet meal - you need the right ingredients. We're always asking the naive questions- why is the market down, why is this player struggling? We need a reason, but there not always is a reason, so we try to explain by creating our own cause and relationships.

As with The Oakland A’s in Moneyball, sometimes we need to throw out the old metrics, that “rule of thumb” and start new.  Key takeaways he learned from testing these new metrics were:         
·         Find skillful affordable talent to replace high priced starts
·         Statistics can be misleading

He drew comparisons of scouting baseball players to testing programs.  Emotions drive our decisions, and we tend to look for data to support and confirm these decisions, while dismissing any data that contradicts what we believe.

Paul left us with these 3 points: 
·         become aware of biases
·         become relentless in asking the naive question
·         in the game of uncertainty, how can we beat the house? Learn by previous failures to better hit success.


The late morning keynote was actually broken into 3 parts.  Robin Garfield of CNN spoke first, and then we heard Dr. John Lapinski from NBC News, followed by a Q&A with our 2 speakers.

Millennials told us they wanted a candidate who has a plan to:
ü  Create good paying jobs
ü  Make healthcare more affordable

Millennials also told us they didn’t want a candidate who:
ü  Represents “more of the same”
They were looking for a transformational candidate - someone who will “change the government”, and that they were “done with the Clintons and Bushes.”
Most Millennials liked Bernie Sanders, and both Trump and Clinton were viewed negatively.

Not only was 2016 the most watched year on record in cable news (with over 3 million total P2+ aggregate audience), but more people came out to vote in 2016 than ever before.
·         2000 – 105.4 million total turnout (54.2% of eligible population that voted)
·         2004 – 122.3 million (60.1%)
·         2008 – 131.3 million (61.6%)
·         2012 – 129,1 million (58.6%)
·         2016 – 136.6 million (59.0%)

We were show examples of “what-if” scenarios, that demonstrated how close the election really was.
While Clinton’s popular vote lead was just shy of 3 million (65.8 million for Clinton compared to 63.0 million for Trump), the red/blue map showed that the majority of Clinton’s popular vote came from New York and California.  And the 2016 Electoral College hinged on a handful of states, with Trump taking Florida and the Rust Belt states (Iowa, Michigan, Ohio, Pennsylvania and Wisconsin).


Jane Clark, from the Coalition for Innovative Media Measurement, moderated this panel which included:
Jed Meyer (Univision), Jonathan Steuer (Omnicom), Carol Hinnant (comScore),
Steven Schmitt (TiVo) and Kelly Abcarian (Nielsen).

The panel gave us a perspective of the industry from the network, agency, and measurement side.  They addressed the integrity of data and optimizing tools for better plans.  They talked about how there’s a constant struggle trying to bring all measurement across all platforms together.

Kelly stressed how measurement needs to be a team sport.  Media companies are more and more starting to own their own data, and that changes the dynamic of the industry.

There is a call from the network and agency side for duration weighted viewable impressions across all platforms, and the measurement companies just aren’t there yet.  The question remains – how do we get there?

The Day 3 afternoon Audience Insights breakouts were:


The Innovations in Media breakouts were:

Below are the Track 1 - Targeting Viewers case studies:


ESPN's David Hobbie gave us insight to David's study focused on an advertising campaign during this past year's Olympics in Rio, and the impact and brand lift experienced on ESPN Latin America.


The last case study track of the conference had Theresa Pepe of Viacom give us an in depth look at kids’ data and... The Story of Me.

We learned about kids under 11 and how they are the most diverse kids ever. They make up 15.4% of the US population, and are extremely persuasive. 
Theresa showed us a breakdown of these kids focusing on:
·         My beginning
·         My world
·         My family
·         Myself
·         My friends
·         My tech
·         My dreams
·         Me in a nutshell. 

Since they were born these kids experienced: 
- The first Black president 
- Terrorism
- Marriage equality 
- Great recession 
- YouTubers 
- On demand 
- Social Media 
- Device overload 
- Gender neutrality 

Their role models are their families… and some celebrities.  While 78% of girls look up to mom, on 58% of boys look up to dad.  26% said the look up to a grandparent, while the rest of their role models included YouTube/Vine stars (19%), teacher (18%), brother (17%), sister (15%), aunt/uncle/cousin (13%), actor/actress (10%), athlete (10%).

And they are busy!  6.2 hours of the day they are in school, while the rest of their day entails sleeping (8.7 hours), eating/traveling (1.7 hours), organized sports/activities (.9 hours), doing homework (.8 hours), and 6.4 hours going towards leisure (26% of their day.)

In their free time, they watch TV (48%), play with toys (43%), play video games (33%), and play outside (18%).


The Conference concluded with a wrap-up with the year’s co-chairs and the advisory panel giving their feedback of the sessions, discussing plans for next year’s conference, and taking questions from the audience.

Thursday, February 2, 2017

#MediaInsights Day 2 Recap

After co-chair Rob McLoughlin gave a recap for Day 1 and a look at what to expect for Day 2, Amber Case, author of Design for the Next Generation of Devices, presented our first keynote: 


Here, we got a comical look at connected devices and how the average consumer has become dependent on them. She gave us a look at products like PetNet, and how the Web and technology play a major role in self-development.

Day 2's second keynote DIGITAL HUMANISM: THE COMING AGE OF CONTENT featured Edwin Wong of Buzzfeed and his insights on Recoding Culture.  We got a look at Millennials and how culture is being reshaped and where it's headed.

76% of Gen Y say "it's the norm to be radical" (as opposed to 60% of Gen X).
Buzzfeed measured 4 millennial groups: Omegas, Sigmas, Cult Kids, and Nichesters and the strong overlaps between these groups.
Wong stressed how we're moving towards the end of demographics, evolution of psycographics and the rise of the individual.
Tobin Trevarthen of 21st Century Narrative and author of Narrative Generation was our next keynote speaker - BEYOND THE STORY: WHY YOU NEED A NARRATIVE.

Tobin covered:
·         what is a narrative
·         why you need a narrative
·         story vs. Narrative
·         building a narrative
A narrative differs from a story. More directly, a narrative is a mosaic of related, contextual stories that inform and define one's perspective.
A story has a beginning, a middle and an end.  A story has a plot, and acts as a one-way monologue.
A narrative is endless, and has a more interactive dialogue.
Tobin showed how Tesla automotive expanded the brand narrative to reach consumers.

Our last keynote of the morning had Mainak Mazumdar, CRO of Nielsen, speak of ADDRESSING TRUST AND TRANSPARENCY WITH BIG DATA IN TV MEASUREMENT.

Recently data sets had errors and inaccuracies in station crediting, time shifted content and missing live viewing.  Mainak addressed 2 key questions:

·         what is our "ground truth?
·         how do we understand and correct for biases?
Nielsen used RPD data along with 200,000+ high quality person's panel to address methodology challenges.

The first of Day 2's Track 1 case studies (Targeting Viewers) was CHANNEL ME, presented by Jason Shalaveyus from Starcom and Nicole Tramontano from Turner. 

Despite the industry pendulum swing away from engaged reach towards efficiency and programmatic buying in recent years, Starcom and Turner set out to determine:

·         Relative importance of contextual factors
·         Range of impact
·         Net effect
·         Prevalence of optimal contexts among segments
Top findings included:
·         easy wins where you have high control over highly influential factors are hard to come by
·         content has a stable shelf life, but ads spoil quickly
·         relevance is important
Armida Ascano and Gil Haddi from Trend Hunter presented our next Targeting Viewers case study 


Trend Hunter is helping clients find the stories that connect them to Gen Z (infants to 17) - what defines them and what they mean to Media.  They are not as big as Millennials, but they are just as important.  By 2020, Gen Z will be 40% of the consumer base.

Gen Z is the most diverse generation, and they are underrepresented in the mainstream media. As a result, they:

·         turn to influencers who look and speak like them
·         already have the tools, creativity and desire to create, but do not enjoy passive media consumption
·         are swapping in aspiration for realism
As content providers, we need to choose influencers and messaging with this in mind.
A nearly packed room showed up to see Melanie Schneider (AMC) and Stephanie Yates (WE) present their case study VIEWER CHOICE: PRIMETIME ALL OF THE TIME.
TV viewership has shown downward declines over the past 5 years.  However, content is up more than ever.  How are we able to watch all this content?  Technology has propelled viewer choice.
AMC Networks did a study focusing on content, taking a deeper dive into Nielsen respondent level data exploring viewers, their habits, and how they watch content.

presented by Tamara Barber from Simmons Research.

Video consumption is not just linear and live anymore.  Simmons looked at comprehensive video measurement across linear, SVOD, OTT and other connected devices.
OTT users are psychographically different. The Top 10 OTT user attributes included:

·         more digital
·         more social media
While the Top 10 attributes for non-OTT users included:
·         use cell phone for calling only
·         read newspaper daily 

Simmons is hoping to use psychographics to optimize Media planning and buying.